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The Dirty Truths About Web Traffic
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Disney Buys Marvel: Designing 3D Brands
Many comic fans around the world, my eldest son John included, will bemoan today's announcement that the Disney entertainment zaibatsu will swallow up Marvel Comics and its 5,000 characters for $4 billion. Years ago I, too, spent my hard-earned shoveling money on Spiderman, The Hulk, Fantastic Four, and especially Iron Man. (I've seen all their recent movies, too.) But when Disney is on their game, their 3D branding machine creates new and exciting customer entertainment.
Disney, perhaps better than any other company on the planet, can perform what I call "3D Branding." 3D branding begins with the idea that a great story is at the core of all human motivation and brand relationships. 2D brands have a selling message — not an embracing narrative. 3D branding embodies the notion that there are no transactions, only experiences, and the burden of linking all customer interactions into a seamless web of experience is the job of the company providing the service — not a burden borne by the customer. 2D companies may add a Twitter account, or web community, but they are unlinked to other parts of the buying or using experience.
The 3D approach also realizes that brands grow as people interact with them and contribute to the story. Walt Disney did this early on with his theme parks — where the designated "Kodak Spot" locations told people where to take a picture so that they became part of the story. By contrast, the 2D brand marketer keeps his or her customer at bay. Today, with the robust social web, the job of the 3D company is to give their audience the best, most fun, and simplest tools to add content and create connections with the broader world. Lastly, 3D branding realizes that every company should make themselves easy to find and easy to buy; as Larry Light pointed out to me a few months ago, "convenience is no longer a brand differentiator."
Marvel's great characters, some of which even rise to the level of cultural icons, all provide powerful fuel for the Disney 3D machine. It is because of this proven capability that I'm optimistic, not worried, about Stan Lee's legacy. Moreover, Marvel already has a "Character Universe" which provides a "cloud" of all five thousand characters and how they hook together. Fans can add information, links and stories. This cloud approach should fit into the Disney 3D machine as easily as corn slides into a feed lot.
More broadly, I believe that in this fragmented world flooded with messages, a dense network of stimuli and interaction — like those that Disney crafts — can create the continuity that we all crave as social human beings. Continuity is the bedrock of all brands; the 3D approach shapes that seamless experience in a chopped up media world. I believe that part of the reason Twitter is so popular is that it gives both customers and companies a way to knit together customer service, new product/service offers, and experiences that are part of a well-integrated 3D effort.
Ask yourself if you've designed your brand so your firm can answer these questions:
- What compelling human story are we trying to tell?
- Do customers have a seamless experience with us?
- Have we given them tools to participate in making the experience better and more continuous?
- Are we the most convenient firm in our space to find and do business with?
- Are we "2D" or "3D"?
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Too Early to Know if Taxpayers Will Benefit From Bank Bailout
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“Independent Street” blog is now archived
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How to Ask a (Near) Stranger for a Favor
Professor,My name is Patrick, I was in Professor Bob's capstone course where you came in and spoke to us about your book and your experiences in the business world. I graduated in May and have entered the Brand Licensing industry.
I noticed that you recently worked with Krusty Krab. I was hoping you could introduce me to Sandy Cheeks, the Sr Director of Global Licensing with the Krusty Krab. The agency I work with represents the Chum brand and I would love to speak with her regarding a partnership to have the authentic Chum brand to enter the premium crabby patty industry.
I appreciate any help or introduction you can make —
Thank you in advance.
Very best,
Patrick
Note: this was an actual email I received. The only modification is that all names have been changed. (If you are fan of a certain Cliona celata, you may be able to spot his influence in my daily life.)
Patrick, the email above would normally elicit the prompt use of the delete key. But I like you. You remind me of seafood stew — pleasant enough, but requiring some cooking time. In order to get you fully baked, here's some advice on how to fix your email:
Respect instead of disrespect. It's wonderful that you reminded me where we met. And because it was a teacher-student relationship, I'm certainly more inclined to help you out.
However, you don't go that extra step of saying what you remember from the class. And since you were supposed to have read my book, and you clearly Googled my career, it should not have been too hard to come up with something nice to say.
The point isn't just paying me a compliment, but also showing me that if I connect you with Sandy, you'll do your research and say something that will make your cold call more pleasant than aggressive.
Remember that you know nothing of my relationship to Sandy. Consider the following different scenarios: 1. Sandy was much more senior than me. 2. Sandy was much more junior than me. 3. I am best buds with Sandy. We worked together closely and our families go SCUBA diving off the Great Barrier Reef together. 4. My former company has 20,000 employees and I was so many divisions away from Sandy, I had no knowledge of either her or her department.
Actually, no surprise, it's #4. In order to get to her, I'll have to ask someone else a favor to even locate her department. The fact that you didn't say, "If you know her or someone who might know her," comes across as arrogant and pushy.
But regardless, you're asking me to ask someone to do something, which always has the potential to undermine the relationship. And as your email reads now, I'm inclined to think that's what will happen if I try to connect you.
Tell me what's in it for me — and Sandy. Your email makes clear there's something for you to gain. But what's in it for us? I used to work for this company. I correspond with folks there maybe once every few months. I save those relationships for a rainy day. You're asking me to use up one of those limited coupons for you, and you haven't said why it's worth doing that.
Don't assume I know what you're talking about. For me to write an email of introduction, I've got to explain why I think the receiver wants to know you. However, I haven't the faintest idea what Global Licensing does. And worse for you, I have no idea what Chum Brands licensing is or does. Both have the word "licensing" so that's a start, but you take me no further. I could do some Googling of her, you, your company, her press quotes and link up all the dots...but that would be your job, right?
Give me something to cut and paste. You want me to write an email to Sandy for you. The easiest way for me to do that is cut and paste from yours. But you've not given me any substantive information to use.
Don't Use Txt-Speak. It would have taken 4 more keystrokes to write "Senior" instead of "Sr." By taking a short cut, you've again told me you don't care.
I've rewritten your email to give you an example that's more likely to get you positive results:
Professor,I met you in Professor Bob's class. Your lecture there was one I really enjoyed. I especially remembered how you said "business is about people." Given that truism, I'm reaching out to you.
I was reading your blog and that led me to do some more research on you. (I hope you don't mind.) I realized that you worked at Krusty Krab, who I've been calling on from my new firm.
I realize that you no longer work there, but I am hoping to connect with someone in the Global Licensing department. (One person there is the Senior Director, I believe her name is Sandy Cheeks.)
If you know Ms. Cheeks or can point me in the direction of how best to go about reaching her department, I would be forever grateful. (I know it's not much, but I already forward your blog posts regularly to the folks here at my new company.)
If it helps open a dialog, my company offers specialized licensing programs for global consumer goods companies. We've developed techniques for growing brand awareness and sales, and do it in a very cost-effective way. For example, a program we did for Starfish Foods grew their sales by 18%.
I appreciate any help or introduction you can make, and would look forward to staying in touch regardless.
Thank you in advance.
Very best,
Patrick
Reader, what do you think? Am I being too hard on the kid? What do you do when someone asks you for a favor of introduction?
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Run Away from Running These Businesses
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Why You Need a Vacation
The health care reform initiative is hitting major roadblocks; unemployment remains a growing concern. The wave of popularity that ushered Barack Obama into office is showing signs of weakening; his approval numbers are just over 50%. So what's the President to do?
Take a vacation. As August wound to a close, Obama stated that his mission was to play golf and spend time with his wife and young daughters, if only for a few days. Regardless of how you feel about the President, taking a vacation should be nonpartisan. We all need to take a break, and the President is sending a strong message — make time for yourself.
Working hard is a laudable American tradition, but so too is working long hours. According to the World Tourism Organization, Americans take the fewest vacation days of any nation in its report — just 13 paid days. Compare that to 42 days for Italian, 37 for French, 35 for German, and 25 for both Korean and Japanese workers.
Enough is enough. Working diligently and deliberately is a must; working through exhaustion is folly. Here are five reasons why you need to take a break.
1. Break from the routine. As much as you enjoy work, there are aspects that become routinized. The positive aspect of routine is that it sets patterns for getting things done in order and on time. The downside of routine is that it leads to staleness and sterility. Getting out of the work routine is vital to maintaining a healthy outlook on work. It can freshen your attitude.
2. Reconnect with family. Work is only one part of your day. For most executives, the most neglected part is time with spouse and children. Road trips play havoc with family life. Setting aside time to be present with loved ones is not only good for them, it's good for you.
3. Get in touch with self. Kick back and think about where you are in life and what you want to accomplish. Ask yourself what is fulfilling about your job and use the answers to consider making changes. No matter how good things are, we can always make improvements. Also, use the time to think about how you can do more for your direct reports, perhaps starting with giving them more responsibilities.
4. Let your mind ruminate. The pace of work can be unrelenting. So many senior executives tell me that the only time they can think is on an airplane. Use the vacation as your long plane ride without the cramped seating and stuffy air.
5. Smell the roses. Make certain that your vacation isn't so packed with activities that you don't have time to sit and reflect.
Of course senior leaders, such as our President, really never get away. For example, while on vacation, the President re-appointed Ben Bernanke as Chairman of the Federal Reserve and delivered a eulogy for Senator Ted Kennedy. Leaders are only a phone call away from an emergency, but by taking a break they demonstrate that a change of scenery is in order. It breaks up the work routine and allows the executive a change of pace.
The challenges facing you seldom disappear with time. But coming back to them after an absence allows you to face them with a renewed sense of vigor and purpose. Time spent away from the office may also have given you an opportunity to think of new approaches, or reconfirm your intended strategies.
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